managing negative comments posted on social media
TRANSCRIPT
Walden UniversityScholarWorks
Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral StudiesCollection
2015
Managing Negative Comments Posted on SocialMediaDarci WagnerWalden University
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Walden University
College of Management and Technology
This is to certify that the doctoral study by
Darci Wagner
has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made.
Review Committee Dr. Timothy Malone, Committee Chairperson, Doctor of Business Administration
Faculty
Dr. Janet Booker, Committee Member, Doctor of Business Administration Faculty
Dr. Carolyn Salerno, University Reviewer, Doctor of Business Administration Faculty
Chief Academic Officer Eric Riedel, Ph.D.
Walden University 2015
Abstract
Managing Negative Comments Posted on Social Media
by
Darci Dawn Wagner
MBA, Capital University, 2003
BA, Capital University, 2002
Doctoral Study Submitted in Partial Fulfillment
of the Requirements for the Degree of
Doctor of Business Administration
Walden University
October 2015
Abstract
Consumers use social media to share their service experiences, positive and negative.
Some organizations lack strategies to respond to the negative comments, which can
inhibit service recovery and harm the success of the organization. The purpose of this
case study was to explore strategies used by social media managers to manage negative
comments posted on social media sites. The study’s conceptual framework was social
exchange theory. Participants in Central Ohio were recruited through e-mail. Data were
gathered by observing 2 social media marketers manage social media and by interviewing
social media managers. Secondary data from the organization displayed the engagement
level of consumers. The data were coded for emergent themes, which revealed
community management, engagement, and reputation management. Data analysis of the
themes suggested that organizations should search daily for reviews and respond
immediately and organizations should create a positive social media environment by
encouraging conversations and engaging followers in conversations. Further,
organizations should use experience comments as an opportunity to create value and not
delete comments unless derogatory to the audience. Lastly, the analysis demonstrated
that organizations should build and maintain relationships with customers and other
audiences through social media. Marketers reading this study can learn and implement
strategies for responding to negative comments posted on social media. This study may
promote social change by enhancing service recovery for organizations, improving
experiences for consumers, and informing marketers of the prominent role of social
media in communications and marketing plans.
Managing Negative Comments Posted on Social Media
by
Darci Dawn Wagner
MBA, Capital University, 2003
BA, Capital University, 2002
Doctoral Study Submitted in Partial Fulfillment
of the Requirements for the Degree of
Doctor of Business Administration
Walden University
October 2015
Dedication
I dedicate this doctoral study to my boys’, Drew and Liam.
Acknowledgments
I would like to thank God for getting me to this happy place. Without God, I
could not have endured the rigor of this program while managing other aspects of my life.
I would like to thank my boys, Drew and Liam, for being patient and allowing me the
time to do my work when I could have been spending time with them. Thank you to my
husband, Nick, for supporting me through this journey. I would also like to thank my
sister, brother, parents, stepdaughter, grandparents, neighbors, friends, family, colleagues,
and classmates for their support and listening ear while moving through this program. I
would like to thank faculty, Dr. Malone, Dr. Salerno, and Dr. Turner for their continued
support. Lastly, I would like to thank Dr. Booker for her motivation, kind words,
timeliness, and the time she spent listening to my challenges as I conquered this program.
i
Table of Contents
Section 1: Foundation of the Study ......................................................................................1
Background of the Problem ...........................................................................................1
Problem Statement .........................................................................................................2
Purpose Statement ..........................................................................................................2
Nature of the Study ........................................................................................................3
Research Question .........................................................................................................3
Interview Questions ................................................................................................ 4
Conceptual Framework ..................................................................................................4
Definition of Terms........................................................................................................5
Assumptions, Limitations, and Delimitations ................................................................6
Assumptions ............................................................................................................ 6
Limitations .............................................................................................................. 7
Delimitations ........................................................................................................... 7
Significance of the Study ...............................................................................................7
Contribution to Business Practice ........................................................................... 7
Implications for Social Change ............................................................................... 9
A Review of the Professional and Academic Literature ................................................9
Communication Process........................................................................................ 11
Dissatisfied Consumers ......................................................................................... 13
Service Recovery .................................................................................................. 15
Word of Mouth and Electronic Word of Mouth ................................................... 17
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Traditional Marketing ........................................................................................... 19
Consumer Behavior .............................................................................................. 21
Brand Management ............................................................................................... 23
Relationship Management .................................................................................... 24
Social Media Marketing ........................................................................................ 25
Negative Comments .............................................................................................. 28
Improved Business Practice .................................................................................. 30
Conceptual Framework ......................................................................................... 32
Transition and Summary ..............................................................................................33
Section 2: The Project ........................................................................................................34
Purpose Statement ........................................................................................................34
Role of the Researcher .................................................................................................34
Participants ...................................................................................................................35
Research Method .........................................................................................................36
Research Design...........................................................................................................37
Population and Sampling .............................................................................................39
Ethical Research...........................................................................................................40
Data Collection Instruments ........................................................................................40
Data Collection Technique ..........................................................................................41
Data Organization Techniques .....................................................................................42
Data Analysis ...............................................................................................................43
Validity ........................................................................................................................44
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Transition and Summary ..............................................................................................45
Section 3: Application to Professional Practice and Implications for Change ..................46
Introduction ..................................................................................................................46
Presentation of the Findings.........................................................................................47
Research Question ................................................................................................ 47
Theme 1: Community Management ..................................................................... 47
Theme 2: Engagement .......................................................................................... 50
Theme 3: Reputation Management ....................................................................... 52
Applications to Professional Practice ..........................................................................57
Implications for Social Change ....................................................................................58
Recommendations for Action ......................................................................................59
Recommendations for Further Research ......................................................................59
Reflections ...................................................................................................................60
Conclusion ...................................................................................................................60
References ..........................................................................................................................62
Appendix A: Consent Form ...............................................................................................77
Appendix B: Interview Questions .....................................................................................80
Appendix C: Letter of Cooperation ..................................................................................81
1
Section 1: Foundation of the Study
Organizations use social media to promote their brand and consumers use social
media to learn about brands and convey their opinions. Consumers communicate their
negative experiences about products and services on social media. Organizations must
learn how to respond to negative comments on social media so their brand is not
negatively impacted.
Background of the Problem
Human being’s ability to communicate with one another has evolved over the
years (Alameddine, 2013; Colleoni, 2013). Landline telephones, mobile telephones,
Internet, email, and most recently social media, have provided an accessible means of
communication for consumers. Due to communication availability, consumers are
communicating more information and reaching more people via the Internet (Heinonen,
2011). Within the Internet, consumers use many forms of social media such as blogs,
discussion boards, wikis, review forums, and social networks for social interaction.
Word of mouth communication takes place when two or more people
communicate through a verbal channel (Korgaonkar & Petrescu, 2011). Landline
telephone, mobile telephone, and in person are communication tools; however, with the
popularity of the Internet, people have more ways to share by word of mouth
communication. Word of mouth shared via the Internet is called electronic word of
mouth communication.
Organizations respond to consumer comments in many ways; however, there has
not been enough conducted research to determine a successful way to manage negative
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feedback submitted social media. With the advent of the Internet and electronic word of
mouth communication, consumers are sharing information through social media about
products, services, and organizations, whether negative or positive (Bacile, Swilley, &
Ye, 2014). When negative comments are spread to other consumers, an organization’s
reputation could be damaged (Boo & Kim, 2013).
Problem Statement
When users share negative experience messages on social media, they share their
experience with 17 people versus sharing positive experience messages with only 11
people (Conlo, Mukhopadhyay, Simmons, & Yang, 2011). The majority (60%) of
organizational leaders using social media respond to less than 25% of all negative
comments posted about product experiences with their company on social media (Dekay,
2012). The general business problem is that negative comments posted on social media
sites can have a negative affect on purchase behavior. The specific business problem is
that some social media managers lack strategies for effectively managing negative
comments posted on social media sites.
Purpose Statement
The purpose of this qualitative case study was to explore strategies used by social
media managers to manage negative comments posted on social media sites. The
targeted population consisted of social media managers in central Ohio. The implication
for positive social change includes the potential to improve service recovery for
consumers, maintaining relationships with consumers, and helping marketers understand
the importance of social media being a part of their marketing mix.
3
Nature of the Study
I used the qualitative method to conduct this research. The qualitative approach
helped me discover how social media managers manage negative comments on social
media sites. Qualitative research allowed me to explore the main point of a specific
subject (e.g., Kelly, Nesbit, & Oliver, 2013). Whereas, a quantitative study is
methodological in nature, a mixed methods approach combines theoretical and
methodological concerns (Small, 2011). I chose qualitative over quantitative or a mixed
study because I can collect experiences of participants through observation and
interviews about managing social media.
A case study design was most beneficial because I researched a specific area and I
focused on how organizations responded to negative comments posted on social media.
Case studies are designed to bring out the details from the viewpoint of the participants
by using multiple sources of data (Dickson-Swift, Hyett, & Kenny, 2014). I explored
what processes marketers used to address negative social media comments by
interviewing social media managers and observing social media managers posting
comments on social media sites. A phenomenological approach is when lived
experiences are explored, and therefore, was not appropriate for this study (Moustakas,
1994).
Research Question
The primary research question that guided this study was: What strategies could
social media managers in central Ohio implement to manage negative comments posted
4
on social media sites? I examined social media management by observing social media
managers and the techniques used to respond to consumer comments.
Interview Questions
1. How do you manage your social media and other organization’s social media?
2. How do you respond to negative comments posted on social media?
3. What is your policy on deleting negative comments?
4. How often do you manage your social media?
5. Do you have a program to manage all social media concurrently? If so, what
program do you use and how does it work? If not, how closely do you relate
all social media platforms?
6. Do you suggest organizations use an outside firm to manage social media or
should they have a dedicated person within the organization and what are the
benefits?
7. How do you use social media to engage consumers?
Conceptual Framework
In this qualitative case study, I used SET for the conceptual framework. Social
exchange is based on social units exchanging information through social means (Homans,
1961). In 1958, Homans first introduced the theory of social exchange as understanding
individuals and the influential implications of groups (Homans, 1961).
Social media are a phenomenon where individuals share opinions about products
in a group atmosphere (Bacile, Hoffacker, & White, 2014). Once a consumer posts a
comment on social media, the information spreads to others, and users form opinions.
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Bacile, Hoffacker, and White (2014) found that consumers created 90% of the content on
an organization’s page.
Online communication is imperative in the business world to boost brand
awareness (Colleoni, 2013). Homans’s theory of social exchange was an appropriate
framework because social exchange occurs within social media, and behaviors are
influenced. In a social exchange, each participant is enthused by the other and
appreciates the company (Homans, 1961). Social media allow for a social exchange
between multiple participants and organizations (Bacile, Hoffacker, & White, 2014).
There are three parties involved when consumers share content online: the creator,
the sharer, and the sharer’s subscribers (Rui, Shi, & Whinston, 2014). In 2014, Rui et al.
posited that path information flow is important to consider because the effects can differ.
Social media do not have financial implications for consumers; therefore, the motivation
to exchange information can vary (Rui et al., 2014). SET suggests that individuals share
information because they expect to get something in return (Homans, 1961). The
expected return could be financial, materialistic, emotional comfort, or social rewards.
Some consumers share information because they feel their reputation could be altered in
a positive way (Rui et al., 2014).
Definition of Terms
Consumer generated content (CGC), user generated content (UGC), and user
created content (UCC): Consumer generated content (CGC), user generated content
(UGC), and user created content (UCC) are content written by the public on any social
media avenue that is available on the Internet (Bosangit, Iyanna, & Mohd-Any, 2012).
6
Electronic word of mouth: Electronic Word of Mouth is any positive or negative
comment posted on the Internet about products or services (Boo & Kim, 2013).
Social media: Social media are web based platforms that combines social
interaction with technology where consumers and organizations can connect with others
(Alameddine, 2013; Hawkins, & Vel, 2013; Chen, Kaplan, Ognibeni, Pauwels, & Peters,
2013).
Twitter: Twitter is a fast growing social broadcasting site (Rui et al., 2014).
Viral marketing: Viral Marketing is the process of marketing messages being
spread from consumer to consumer (Liu-Thompkins, 2012).
Web 2.0: Web 2.0 is the interactive portion of the Internet that allows for
collaboration and shared thought (Grimm, Naveed, & Schubert, 2014).
Word of mouth: Word of Mouth refers to personal communication between two
parties (del Río-Lanza, Suárez-Álvarez, & Vázquez-Casielles, 2013).
Assumptions, Limitations, and Delimitations
Assumptions
An assumption is a common action made to a person and accepted by another
person (Varacca & Völzer, 2012). I made several assumptions to complete this study.
The assumptions included (a) participants of interviews will answer truthfully; (b) I made
unbiased conclusions; (c) social media refers to all social sites such as Facebook, Twitter,
blogs, and digital reviews. In addition, I also assumed that I discussed relevant topics
during the interviews, and that I collected relevant secondary data.
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Limitations
A limitation is a potential weakness (Jolley & Mitchell, 2010). In this study, I
gathered information about how social media manages manage negative comments. The
limitations of this study included: (a) participants may not have voiced all the techniques
they use to manage social media, (b) participants may have had different levels of use for
social media, (c) the observations varied depending on the time frame conducted, and (d)
the limited amount of time to collect the data.
Delimitations
A delimitation is when not all possible participants had an equal opportunity to be
chosen and when the researcher restricts the capacity of the study (Jolley & Mitchell,
2010). A case study can bound the study due to focusing on limited participants and
observable platforms. A delimitation in this study was that I included two social media
managers in central Ohio. In addition, I conducted observations by viewing social media
managers’ management techniques.
Significance of the Study
Contribution to Business Practice
Social media have become a more transactional medium versus a conversational
medium (Crittenden, Hanna, & Rohm, 2011; Wiederhold, 2012). Consumers use social
media as a way to communicate to others; however, marketers are following the lead and
using social media to inform and educate consumers (Wiederhold, 2012). Consumers use
the interactive Web 2.0 to engage with organizations about products and services
(Crittenden et al., 2011).
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In addition, social media platforms offer many features for consumers and
organization to form a bond (Crittenden et al., 2011). Traditional marketing methods can
be a large expense to businesses; however, the interactive web creates consumer-
generated media (CGM), which is free (Manchanda & Onishi, 2012). Marketers
traditionally used a tell and sell approach; however, in the 21st century, marketers must
engage consumers to create a competitive advantage (Crittenden et al., 2011).
Consumers are more interested in product attributes than previewing traditional
marketing avenues, which has created disparage between new and old media (Manchanda
& Onishi, 2012).
Consumers desire the interaction, which implies the need for organizations to
employ social media. Therefore, organizations may lose a competitive advantage over
businesses that use social media to engage consumers. Further, social media brings
experiences to consumers allowing for intimacy with the organization (Crittenden et al.,
2011). Marketers must be able to manage social media platforms individually and as a
whole (Crittenden et al., 2011) to ensure consumers are informed about the organization.
Many organizations are planning to increase budgets for social media marketing;
however, management often struggles with managing social media successfully
(Crittenden et al., 2011).
Consumers use social media to voice opinions, and research has shown that word
of mouth has an influence on consumers and what they purchase (Chen, Fay, & Wang,
2011). Even though some consumers do not participate by creating user generated
content, they rely on reviews posted by others (Flanagin, Metzger, Pure, & Markov,
9
2011). If consumers rely on online reviews to make purchase decisions, organizations
must create a strategy to combat negative comments. Negative comments could cause
the reputation of a business to be construed and decrease sales (Byrd, 2012). If
organizations do not properly manage social media, then negative comments posted by
consumers could have an effect on the business.
Implications for Social Change
The implication for positive social change includes the potential to improve
service recovery for consumers. Service recovery is when an organization can remedy a
customer service issue with a consumer. Consumers use social media as a means to
communicate about products and services; therefore, if organizations have a managing
strategy in place, consumers will be better served and other consumers may realize
service recovery from the organization (Bacile, Hoffacker, & White, 2014). Service
recovery can help businesses with retention of consumers (Bacile, Hoffacker, & White,
2014).
A Review of the Professional and Academic Literature
In this literature review, I synthesized information from a variety of sources
including journals, scholarly seminal books, and reports. To strategically locate articles, I
used EBSCOhost, ProQuest, Science Direct, and LexisNexis through Walden
University’s library portal to access the articles. In addition, I used Google Scholar on
the Internet to search for related articles. The search terms used to locate articles
included social media, social networks, marketing, negative comments, dissatisfaction,
10
service recovery, and management. I used Nvivo as a coding tool for all articles
retrieved.
I organized the literature review by themes such as (a) communication process,
(b) dissatisfied consumers, (c) service recovery, (d) word of mouth and electronic word
of mouth, (e) traditional marketing, (f) consumer behavior, (g) brand management, (h)
social media marketing, (i) negative comments, and (j) improved business practices.
Throughout the literature review, I synthesized researchers’ views, the themes are
compared and contrasted, and background information is provided on the topics. At least
85% of the articles referenced are within 5 years of expected CAO approval and at least
86% of the articles referenced were peer reviewed.
The purpose of this qualitative case study was to explore strategies used by social
media managers to manage negative comments posted on social media sites. The
targeted population consisted of social media managers in central Ohio. The implication
for positive social change includes potential to improve service recovery for consumers.
The conceptual framework that I used in this study is Homans’ SET from 1961.
The focus of SET is that people exchange, socially, with the expectation of a benefit. I
also reviewed the diffusion of innovation theory, coined by Everett in 1962, which
theorized the rate at which information travels from persons and cultures (Rogers, 1995).
SET was appropriate because, in this study, I explored why organizations respond to
negative social media comments in certain ways.
Throughout the literature review, I analyzed and synthesized articles related to
social media management of negative comments. In addition, I have provided
11
background information on the basics of the communication process and modes that
consumers express their dissatisfaction. The literature that I used was focused on how
marketing has changed from traditional to digital such as electronic word of mouth
communication. Some of the researchers analyzed explored how consumers behave and
their reactions to organizations service and social media marketing. Finally, reasons are
provided as to why social media management can improve business practices.
Communication Process
Communication is the process of transferring information from one person to
another person, even if the individual misconstrues the message (Gallivan & Keil, 2003).
Messages can be sent through verbal communication and non-verbal communication such
as gestures and signals. Messages are communicated many ways including in person, by
telephone, and written. The sender and receiver transmit messages back and forth similar
to a current, and only once the person receives the message, communication is complete
(Weber & Word, 2001). Humans use communication everyday verbally and non-
verbally for personal and business use. Informal communication is as important as
formal communication (Kraut & Streeter, 1995).
Anderlini, Gerardi, and Lagunoff (2012) examined two types of communication,
private and public. Private communication is intended for a specific audience where
public communication does not have a specific audience. Regarding open discussion, all
receivers hear the same message; that makes the message hard to transform in to a
different meaning (Anderlini et al., 2012). In contrast, within private communication, the
receiver is the only person to hear the message; that creates an environment for the
12
receiver to change the intended message (Anderlini et al., 2012). When communication
is private, the sender may transfer the message to another person with a different
meaning.
The sender-receiver exchange is when one person is incentivized to stretch the
truth (Andrade & Ho, 2009). The sender is the person who transmits the message, and
the receiver is the person whom receives the message and decodes the meaning
(Gherasim, Gherasim, & Vasiloaia, 2012). The recipient may be overwhelmed by the
amount of information and may only select a portion of the message to decode. In
addition, the receiver may have a prior opinion about the message and, as a result, some
of the messages may become distorted (Gherasim et al., 2012). Finally, recipients may
only remember selective parts of the message due to their familiarity with the topic
(Gherasim et al., 2012).
Giffin (1967) posited that trust must be evident for the receiver to find the
communication source credible. If the receiver does not believe the source is credible,
the message may be conveyed to other receivers incorrectly. While communication
involves verbal, non-verbal, and audibility, people must believe the source where the
information is present (Giffin, 1967). In addition, the perception of the receiver could be
affected by their values (Giffin, 1967).
Lihui Lin, Whinston, and Xianjun Geng (2005) found that due to globalization,
transferring knowledge to someone in a different culture can be challenging. People may
perceive messages differently depending on the person’s culture. The authors studied the
perceptions of the message and how they differed between the sender and receiver if they
13
were from different cultures (Lihui Lin et al., 2005). They found that the receiver may
not be aware of the value of the message from the sender due to the culture differences
and can be improperly perceived (Lihui Lin et al., 2005). In addition, if the receiver does
not find value in the sender’s message, the receiver will look elsewhere for the
knowledge (Lihui Lin et al., 2005). When a sender is communicating to someone with a
different cultural background, they should communicate in a way in which that person
could understand.
Dissatisfied Consumers
Consumer complaints are inevitable (Ang & Buttle, 2012). In 2012, Gurău
posited that, in order for complaints to be solved, a customer's level of satisfaction must
be maintained. Consumers may not be impacted by a bad experience if they are satisfied
with the way the organization handles their complaint. Gurău found that consumers
would be more satisfied if organizations met certain criteria. For example, the process to
file a complaint must be convenient for the consumer, the person receiving the complaint
must be empathetic to the consumers’ needs, and the complaint handler must treat each
consumer as an individual (Gurău, 2012).
In addition, consumers want organizations to take responsibility for the issue and
own their mistakes (Gurău, 2012). The problem must be handled in a timely manner, and
the solution to the issue must be a quality resolution (Gurău, 2012). The level of
importance of each criterion varied with consumers; however, 72% of consumers agreed
that organizations taking responsibility for the issue was most important (Gurău, 2012).
14
Organizations should have a process in place to handle complaints from
dissatisfied consumers in order to satisfy the consumer (Ang & Buttle, 2012).
Consumers expect organizations to reply to their complaints and resolve the issue. If
organizations fail to satisfy the consumer, the consumer may spread the negative
experience to other consumers and the organizations reputation could be at risk (Ang &
Buttle, 2012). If organizations satisfy the consumer regarding their complaint, the
consumer may be less likely to inform others about the negative experience. Researchers
have proved that organizations are not good at handling consumer complaints and
consumers are usually not happy with the complaint handling experience (Ang & Buttle,
2012).
Ang and Buttle (2006) found that if organizations had a process to handle
complaints, consumers were more likely to be satisfied with the handling process. If
consumers are happy with the complaint process results, they may purchase from the
organization again because of the positive handling experience. Ang and Buttle (2012)
suggested a software management system to handle consumer complaint to ensure
standardization. Software management systems allow for continuity, timely response,
and a way for organizations to track the reasons for complaints. In addition,
organizations should utilize consumer complaints as an opportunity to learn how to better
their product and service (Ang & Buttle, 2012; Gurău, 2012).
Consumers use cognitive thinking to determine if the complaint handling process
serves justice (Ang & Buttle, 2012; Gurău, 2012). The three forms of the justice theory
are distributive justice, interactional justice, and procedural justice (Ang & Buttle, 2012).
15
Distributive justice is the perception the consumer has of the complaint resolution, while
on the contrary; procedural justice is the perception the consumer has of the fairness of
the complaint resolution (Ang & Buttle, 2012). Lastly, interactional justice is the
consumers’ perception of how the interaction between persons is handled during the
complaint resolution (Ang & Buttle, 2012). Organizations can use the justice theory to
understand consumers’ complaint behavior.
Richins (1983) posits that consumers could respond to a dissatisfactory
experience by switching brands, filing a complaint, or informing other consumers,
therefore, organizations can be significantly impacted by consumers’ responses to
dissatisfaction. When managers learn rates of consumer complaints are low, they assume
overall dissatisfaction is low; however, some consumers do not inform organizations of
complaints (Richins, 1983). The level of dissatisfaction can vary as well as the action
consumers may take to file a complaint. Richins (1983) found that over half of the
participants shared their dissatisfaction with at least one other person; whereas, over a
third of the participants reported the issue to a third party. Organizations should be aware
of consumers informing other current and potential consumers about a negative
experience because of the potential impact on the organization. The author suggested
that managers should respond to complaints in a timely manner to show their willingness
to resolve the issue (Richins, 1983).
Service Recovery
Organizations have an opportunity to improve service recovery when consumers
post negative comments on social media. If organizations are effective in service
16
recovery, consumers may view the interaction as positive (Bacile, Hoffacker, & White,
2014). Furthermore, as the popularity of social media increases, consumers have higher
expectations of organizations to respond to their comments (Labrecque, 2014).
Consumers post complaints to social media instead of traditional methods such as calling
customer service, filling out an online form, or mailing a complaint.
Consumers use organizations’ social media to inform businesses about issues they
have encountered and expect a response via social media (Bacile, Hoffacker, & White,
2014; Bacile, Swilley, & Ye, 2014). User generated content posted on a firm’s social
media can produce negative or positive repercussions for other consumers (Bacile,
Hoffacker, & White, 2014). Barger and Labrecque (2013) found that when consumers
post service inquiries on social media and the organizations resolve the issue they are less
likely to share the information with others. When consumers post a complaint about a
negative experience on social media, the information is available to anyone on the
Internet. Organizations must reply to the post immediately in order to remedy the
experience before the information is spread throughout users of social media. When
consumers post a service issue on an organization’s social media, management can
attempt to resolve the issue (Barger & Labrecque, 2013).
Marketers suggest that negative comments on social media create an opportunity
for service recovery; however, large corporations tend to ignore comments (Dekay,
2012). Negative experiences could turn in to positive experiences if organizations utilize
the consumer complaint information to prevent future instances. Once service recovery
has met the consumers’ expectations, marketers must continue to build a relationship
17
with the consumer (Dinnen, & Hassanien, 2011). Although organizations may meet the
expectations of the consumer regarding their complaint, the organization should have a
method in place to build the trust back of the customer. If marketers impress consumers
with service recovery, the word of mouth could be positive and help win customers
(Bacile, Hoffacker, & White, 2014).
Word of Mouth and Electronic Word of Mouth
Word of mouth communication is the process of two or more people informally
communicating verbally about a product or service (Hyde, & Lang, 2013; Korgaonkar &
Petrescu, 2011; Cheng, Lai, & Shih, 2013). Word of mouth communication is influential
and credible, can alter consumer behavior ((Chin-Lung, Der-Juinn, & Sheng-Hsien, 2011;
Daugherty & Hoffman, 2013; Fay & Keller, 2012). For word of mouth communication
to be effective, the communication must be an informal format from another consumer,
not a marketer (Del Rio-Lanza et al., 2013). Consumers may converse with friends and
family about recent purchases and their positive or negative experience. Furthermore,
positive word of mouth communication has a positive impact on purchase behavior,
whereas, negative word of mouth communication has a negative effect on purchase
behavior (Del Rio-Lanza et al., 2013). For example, loyal customers that produce
positive word of mouth communication can increase consumers’ chance of purchasing a
product (Hawkins & Vel, 2013). Rogers (1995) found that word of mouth
communication shared by friends and family are influential and have more impact than
do traditional advertisements. Organizations should be aware of the impact word of
mouth communication can have on purchase behavior.
18
Word of mouth communication and electronic word of mouth communication are
different because word of mouth communication entails communicating with someone
you know, whereas, electronic word of mouth communication can come from someone
you do not know (Curran, McCabe, & Meuter, 2013; DeMoss, Li, & Shen, 2012).
Electronic word of mouth is utilized in social media where consumers state their
opinions. Electronic word of mouth has a convincing influence on consumers and their
behaviors (Chen, Wang, & Xie, 2011; Daugherty & Hoffman, 2013; Dewan, &
Ramaprasad, 2014). The information can spread rapidly with the use of the Internet.
Previous research shows that consumers are comfortable with passing electronic word of
mouth communication through social media to other consumers (Korgaonkar & Petrescu,
2011). Consumers may be more comfortable utilizing social media because of the
indirect audience. If the message is positive, purchase behavior can be affected
positively, which can lead to an increase in revenue (Colvin, 2013). Consequences could
ensue by negative comments and marketing managers must learn the to engage
consumers in hopes of service recovery and electronic word of mouth communication
should not be ignored because consumers will read the message, due to the popularity of
the Internet (Daugherty & Hoffman, 2013).
The exchange process of complaints has evolved from consumers calling
customer service to posting the complaints online (Boo & Kim, 2013), sometimes called
user generated content. Additionally, consumers could have complained via mail or an
organization’s website, however, social media has become an efficient way to post
complaints. Organizations may want to manage their social media to respond to
19
complaints. User generated content can affect consumers purchase decision and,
therefore, have an affect on sales of an organization (Galak & Stephen, 2012). Once a
consumer posts content, the information can spread to large amounts of people (Bacile,
Hoffacker, & White, 2014).
Traditional Marketing
Social media is the process of combining sociology and technology in an effort
for people to share their opinions and converse with each other (Alameddine, 2013;
Jones, Lopez, Walker, & Wallace, 2011). Consumers are not only able to converse with
other consumers they also have the ability to communicate with businesses (Bacile,
Hoffacker, & White, 2014). In addition, organizations use social media to connect and
engage with consumers. Traditional marketing such as billboards, radio ads, direct mail,
and television commercials have not been consumer friendly and intrusive, restricting
individualization (Alameddine, 2013). Traditional marketing does not allow for
engagement between consumers and organizations. Traditional marketing is directly
from the marketer and can be perceived as so by consumers (Pehlivan & Weinberg,
2011). Consumers may have a differing perception between traditional marketing and
electronic word of mouth communication. Traditional marketing allows marketers to
send a message without the concern of user generated content; however, the information
may not be up to date (Bruce & Solomon, 2013). Whereas, digital age media users must
be watchful of user generated content; however, digital media provides the ability to
release time sensitive information (Bruce & Solomon, 2013). Social media have allowed
consumers to have the upper hand on the content versus organizations having the control
20
(Xia, 2013). Even though consumers may start conversations on an organizations social
media page, managers can redirect the conversation to maintain a positive environment
for their products.
The change from traditional marketing to social media has been a significant shift
in the marketing field (Bacile, Swilley, & Ye, 2014). Social mediums allow consumers
to personalize the site and create an interactive environment (Alameddine, 2013). Social
media allows consumers to post positive or negative comments; therefore, social media
management is an important part of maintaining social media for an organization. If
marketers choose to use traditional advertisements, they must determine if engagement of
a smaller amount of consumers or reach of a larger number of consumers is important;
where social media can reach and engage large quantities of consumers (Crittenden et al.,
2011). Social media may be appropriate for some marketing objectives, whereas,
traditional marketing may be appropriate for others. Furthermore, organizations are
planning to spend less on traditional marketing and more on social media (Henke, 2013;
Melanthiou & Papasolomou, 2012).
To stay competitive, some researchers believe that businesses should mix the use
of social media and traditional marketing (Canhoto & Kietzmann, 2013; Luo & Zhang,
2013; Manchanda & Onishi, 2012). Businesses can reach more consumers by a myriad
of ways by using traditional marketing and social media (Luo & Zhang, 2013;
Manchanda & Onishi, 2012). Organizations may be able to reach multiple generations
and target markets if they utilize multiple marketing avenues. Additionally,
organizations can employ specific techniques in social media to engage even more
21
consumers (Advincula, Austin, Graiko, Powers, & Snyder, 2012). Research shows that
consumers are sitting in front of the television with a digital device, hence the attention to
both traditional and digital marketing (Hier, Millward, Nield, Pynta, Seixas, &
Silberstein, 2014). The combination of social media and traditional marketing can create
a competitive advantage. Therefore, organizations should integrate traditional media and
digital media in marketing plans. Finally, organizations can use traditional media to
inform consumers about locating social media sites.
Consumer Behavior
Consumers value social media and use it to mold their purchase intentions
(Bronner & de Hoog, 2014; Colvin, 2013). Consumers are able to find a multitude of
opinions by using social media while researching products or services. Research has
shown that activities on social media, which are consumer generated, are more influential
than those that are created by an organization (Corstjens & Umblijs, 2012). Consumers
use their beliefs and attitudes to make purchase decisions (Alameddine, 2013). One way
organizations can benefit from social media is because it allows consumers’ behaviors to
be analyzed closer by studying the comments (Byrd, 2012). Organizations should strive
to learn why consumers post comments about their brand so they can take proactive
measures for future postings and engagement (Chen, Wang, & Xie, 2011; Heinonen,
2011). Managers could speculate how consumers’ posts will affect other consumers by
observing consumers’ behaviors on social media.
Consumers’ behaviors are varied and can be sporadic. Organizations are
engaging consumers to add content to their social media. Bloching, Hennig-Thurau, and
22
Hofacker (2013) describe consumers’ behavior like a pinball because the conversation
goes back and forth between multiple consumers and organizations. The conversations
may be positive or negative about the brand or simply about an experience the consumer
had while utilizing the product or service. While marketers are encouraging consumers
to post opinions about products, they are also encouraging consumers to post their
feelings (Fay & Keller, 2012). Consumers feel that by posting information on social
media they have a sense of control and may better their mental well being (Chin-Lung et
al., 2011). Multiple avenues of social media engage consumers; which enables
consumers to interact with brands and other consumers quickly (Luo & Zhang, 2013).
Often, consumers desire others opinions before making a purchase decision, and social
media is a way consumers seek opinions (Mejova, 2012). Social media will become even
more apparent and powerful as technology advances (Luo & Zhang, 2013).
Consumers have more of an active role with organizations’ social media and
therefore, organizations today find they do not have full control of customers (Haenlein,
Malthouse, Skiera, Wege, & Zhang, 2013; Manchanda & Onishi, 2012). Due to
consumers utilizing social media to state opinions about products, organizations can
utilize the information for product ideas and to improve service (Manchanda & Onishi,
2012). Research shows that social media has taken a significant role in empowering
consumers to share their feelings, while enabling organizations to facilitate conversations
taking place on their social media (Advincula et al., 2012; Haenlein et al., 2013).
Consumers learn by interacting with other consumers and social agents, resulting
in the creation of behaviors and attitudes (Wang, Yu, & Wei, 2012). Consumers are
23
driven to informational sources that provide valuable information about products (Wang
et al., 2012). Social media also offers a means for marketers to present highly valued
content to prospective and current customers. Additionally, the information consumers
read may have an affect on purchase intentions (Wang et al., 2012). Social media create
an environment where consumers are trusting strangers’ opinions (Luo & Zhang, 2013).
Social media allows consumers to gather input from other sources expanding beyond
family and friends, by doing so, some consumers trust strangers on social media more
than their traditional reference groups.
Brand Management
Brand Management is a required activity for most marketers (Barger &
Labrecque, 2013). Social media allow consumers and organizations to interact, and
therefore, change the dynamics of brand management; which can have an effect on the
organizations brand performance (Gensler, Völckner, Wiertz, & Yuping, 2013). Brand
managers do not have full control of their social media because consumers generate the
content (Gensler et al., 2013). Brand managers take the role of promoting content
generated by consumers. When consumers post information about a brand, the marketer
can use the information as a form of promotion. Additionally, brand managers are tasked
with reacting to any negative stories that ensue (Gensler et al., 2013). Complaints on
social media may have a direct affect on brand management. Therefore, organizations
should respond in a way that creates positive brand awareness and makes the customer
happy (Boo & Kim, 2013; Daugherty & Hoffman, 2013; Xia, 2013). Brand managers
may choose an appropriate time frame in which to respond depending on the comments
24
posted. Xia (2013) implies that consumers use organizations’ reactions to base their
ongoing brand perception. Consumers may need to be engaged from the manager’s reply
to be prompted to continue the conversation. When consumers are not provided with
satisfactory service recovery, they may create their future perceptions around that one
experience.
One study found that almost half of brand conversations mention a type of media
or marketing, such as an advertisement, they previously saw (Fay & Keller, 2012). Brand
managers can be part of the conversation to ensure integrity of the brand. Therefore,
organizations are encouraging consumers to comment how a brand makes them feel (Fay
& Keller, 2012). Consumers may be affected by other consumers’ opinions of the brand
and purchase decision. Additionally, organizations may be financially affected,
positively or negatively, when consumers post comments about products or services
(Conlo et al., 2011).
Relationship Management
Traditionally, marketers would use the mass marketing approach to gain
consumers; however, marketers are turning to relationship management to retain
customers, instead of searching for new customers (Bauer & Grether, 2005). Social
media creates an environment where marketers can build relationships with consumers.
Consumers are communicating with organizations through social media and enhancing
the relationship with the organization. Colvin (2013) agrees that relationship building is
the key to being successful. Even though social marketing is a strategy to gain a
competitive advantage, both traditional and social media marketing should be used in
25
building relationships with consumers (Algharabat, Alhammad, Al-Hyari, Alnsour, & Al-
Weshah, 2013). Many organizations are using automated software programs to manage
social media platforms, although, keeping the relationship personal with consumers can
be a challenge (Labrecque, 2014). Consumers may be able to determine if a person
answered the social media post or if a computer generated the reply. If consumers
believe a computer generated the comment, the consumer may not feel the issue was
resolved (Labrecque, 2014).
Social Media Marketing
Social media are the most popular activities on the Internet (Brooks, 2013).
Consumers use social media to connect with friends, state opinions, and research brands.
Consumers also rely on information on social media even if the information is from
someone they do not know. Byrd (2012) suggests that organizations who have upper
management and who understand the important role public relation managers play are
more likely to comprehend how fundamental it is to manage communications.
Organizations realize the importance of a presence in social media to engage consumers
and to inform consumers about their brand. The challenge is managing the social media
(Crittenden et al., 2011; Chen, Fay, & Wang 2013). If social media is managed
manually, organizations may consider the time constraint. Some large organizations may
need multiple employees managing social media around the clock. Consumers value
social media more than traditional advertising mediums, hence the importance of
organizations using social media to create a competitive advantage (Colvin, 2103;
Corstjens & Umblijs, 2012). Social media provide organizations with accurate
26
information about consumers and allow organizations to create products that consumers
desire (Alameddine, 2013). The information that consumers post on their profiles gives
organizations insights about the consumers buying patterns (Alameddine, 2013). Social
media creates an environment for organizations to gather information about their current,
past, and future customers. The information gathered can be utilized to encourage
consumers to purchase more of their brand.
Social media can provide organizations with a competitive advantage; however,
the e-networks must be placed well in the market (Algharabat et al., 2013; Chin-Lung et
al., 2011). Some social media may work for some industries and not for others.
Organizations must become aware of the social media their consumers are active. In
order to engage consumers, managers must actively participate in conversations to keep
consumers engaged. If consumers post a comment on social media and are ignored, they
may not continue to be engaged with that organization’s social media. One way to gain a
competitive advantage is to explore consumers’ behaviors of the organization’s target
market. Managers can create social media that allows engagement with consumers by
understanding the consumers’ behaviors. Marketers can determine what needs and wants
the consumers have to create more products in the future and to enhance service recovery
for consumers.
Organizations can utilize social media to promote products, promotions, and
activities the organizations are involved. Bolls and Eckler (2011) have found that social
media is viral and can reach vast amounts of people. Social media provides an
inexpensive way to reach a mass market. Research shows that some consumers respond
27
positively to having information on new products presented through social media (Kolk,
Lee, and Van Dolen, 2013). Some researchers view social media as a relationship builder
for organizations (Barger & Labrecque, 2013). Creating brand awareness and building
relationships are the forefront of social media rather than generating revenue (Barger &
Labrecque, 2013). In addition, social media can be used to reach consumers directly;
however, those consumers can also reach other consumers, which creates electronic word
of mouth. Social media provide an interactive environment for consumers and
organizations as well as influence other consumers (Alameddine, 2013). When
consumers post positive comments about a product or service, other consumers’ decision
making about purchases may change positively for the organization.
Consumer decisions are becoming more dependent on social media (Bronner &
de Hoog, 2014). Social media provide consumers with immediate access to information
on products, services, and organizations. Due to low cost access and production costs,
consumers’ and organizations are now using social media more. Organizations can
understand consumer behavior more clearly by viewing profiles of consumers while
engaging them in ways that fit their desires (Alameddine, 2013). Due to the popularity of
social media, marketing managers can search for consumer buying behaviors and predict
future buying behaviors (Alameddine, 2013).
Marketers use social media to encourage feedback, known as consumer generated
feedback (Pehlivan &Weinberg, 2011). Consumer generated feedback is important to
organizations because they can use it to alter their product or service offering.
Organizations should not ignore deep conversations because they could provide insight
28
into what the customer wants (Alameddine, 2013). Further, consumer generated
feedback can be a relationship builder and enhancer, specifically creating brand
awareness and service engagement. When consumers hear about a positive experience
from a peer, they are more likely to try the brand. Additionally, some consumers may
prefer social media to communicate service issues because of the ease of use.
Negative Comments
Consumers post negative comments online about products or services when they
have a damaging experience; which can be harmful to organizations (Van Noort &
Willemsen, 2012). The number of consumers posting product reviews is growing.
Consumers use information on social media to make purchase decisions and businesses
use the information to gain consumer insight (Pan & Zhang, 2011). Further, consumers
use the Internet to share opinions about products, and product reviews on social media
are expected to grow exponentially (Ong, 2011). Additionally, consumers find reading
product reviews valuable and credible in decision making (Hong & Park, 2012).
Consumers can post negative experiences on social media instead of traditional methods
because it takes less time out of their daily lives and can be less stressful (Van Noort &
Willemsen, 2012).
Alameddine (2013) suggests that social media is a way for organizations to learn
of consumers’ opinions toward products and services and to enhance social media content
by engaging consumers. When consumers post negative comments, marketers can turn
the situation into an opportunity to improve products or services (Chen, Hsiao, & Huang,
29
2012; Nassar, 2012). Additionally, marketers should be aware that product reviews could
affect both consumers and organizations (Hong & Park, 2012).
Many researchers have found that negative comments have a greater negative
affect than positive comments have a positive affect (Boo & Kim; del Río-Lanza, 2013).
Boo and Kim (2013) found that the negative and positive comments posted on social
media spread to a large unknown amount of people. In addition, Cheng, Danescu-
Niculescu-Mizil, and Leskovec (2014) found that negative social media comments cause
damage to the intended community. The results of one study showed that positive
comments were responsible for a 7% increase in sales, and negative comments were
responsible for a 6.9% decrease in sales (Corstjens & Umblijs, 2012). Marketers should
understand that if consumers post a negative comment, but the overall opinion of the
product is positive, other consumers would perceive the comment as negative (Goh,
Robinson, & Zhang, 2012).
Del Rio-Lanza et al. (2013) posit that if the consumer is familiar with a brand,
both positive and negative comments do not have a significant impact on purchase
decisions. In contrast, if the consumer is not familiar with the brand, then negative
comments are more helpful to consumers (del Rio-Lanza et al., 2013). Consumers post
opinions on social media with the assumption that organizations are reading the
comments (Canhoto & Kietzmann, 2013; Labrecque, 2014).
Daugherty and Hoffman (2013) found that sharing pictures to accompany positive
comments for non-luxury goods would ensure a beneficial exchange throughout social
media. In contrast, messages are of most importance for luxury goods rather than
30
pictorial messages (Daugherty & Hoffman, 2013). User generated content can have
negative consequences and organizations must be aware of the influence on other
consumers (Bruce & Solomon, 2013). Therefore, Bruce and Solomon (2013) suggest
that businesses monitor social media that is an unregulated communication channel.
Monitoring social media is a way to mediate the content and enforce the organizations
brand and values (Bruce & Solomon, 2013).
Marketers do not have control of comments posted on social media, and therefore
it is imperative that marketers manage social media (Corstjens & Umblijs, 2012; Henke,
2013). Many companies have a means of managing social media, however, responding
adequately to the comments is the challenge (Corstjens & Umblijs, 2012). The emotional
connection consumers have to brands implies the importance of responding correctly to
comments on social media (Daugherty & Hoffman, 2013).
Improved Business Practice
Social media are imperative for an organization’s marketing plan to engage
consumers and build business (Labrecque, 2014). When consumers post comments on
social media about products, organizations should not leave the comment unanswered
(Canhoto & Kietzmann, 2013; Chen, Wang, & Xie, 2011). Dekay (2012) found that
marketers should post fun messages integrated with the marketing message to ensure
there is a minimal amount of negative feedback, which could improve business practice.
Additionally, consumers feel unimportant when negative comments are not responded to
(Dekay, 2012).
31
Dekay’s (2012) study resulted in almost half of organizations deleted negative
comments without a response and 60% of the organizations responded to less than a
quarter of the negative comments. Dekay’s results indicate that large corporations do not
have a plan in place to respond to negative comments by creating an opportunity.
Creating a process to handle consumer complaints is a way to improve business practice
(Dinnen & Hassanien, 2011). Dinnen and Hassanien (2011) recommend that
organizations should encourage positive and negative feedback for continuous
improvement and to stay competitive. Organizations may be able to turn a negative
consumer comment into a positive experience for the consumer (Dinnen & Hassanien,
2011).
Organizations should be cautious about choosing the correct communication
channel and time to respond to a negative comment because they could have an impact
on the consumer’s response (Dinnen & Hassanien, 2011). Some research suggests that
social media is the best marketing tool to strengthen relationships with consumers
(Alamaddine, 2013; Bloching et al., 2013). Social media provide a way for organizations
and consumers to build a stronger relationship with the opportunity of self-expression
(Alamaddine, 2013).
There is little research on automated social media management software.
Labrecque (2014) found that software could respond to consumers’ comments on social
media with an intelligent response without deciphering human and computer response. I
have utilized Homans’ Social Exchange Theory as the lens to explore the management of
negative social media comments
32
Conceptual Framework
In 1958, Homans first theorized the Social Exchange Theory (SET) (Homans,
1961). The Social Exchange Theory is the process of people exchanging information by
social means with the expectation of gaining something in return (Homans, 1961). In
1964, Blau further theorized the Social Exchange Theory and described that two things
must be apparent for social exchange to happen. One, social interaction must occur
between people and, two, the people must be interacting with the understanding of
benefiting from the interaction (Blau, 1964).
Guynes, St. John, and Vedder (2013) used the Social Exchange Theory to assess
the relationships between clients and vendors in the offshoring industry. The authors
found that if the contract between partners is long term the relationship becomes more
complex (Guynes et al., 2013). Furthermore, exchange through communication is an
essential factor in building trust with partners (Guynes et al., 2013). Additionally,
partners should share information regarding their needs and desires and not limiting
communication to operational information (Guynes et al., 2013). Partners who trust each
other are willing to give more than receive (Guynes et al., 2013). Homans (1961)
explained that cohesion of desires and needs builds a common environment. Finally,
Guynes et al. (2013) found that a strong relationship creates a more valuable partnership.
Kuan-Yang, Shou-Chien, and You-De (2014) utilized the Social Exchange
Theory to evaluate relationships in the lodging industry. The authors found that
consumers whose expectations go further than the norm are dependent on how invested
the firm was in the customer (Kuan-Yang et al., 2014). The Social Exchange Theory
33
shows that people are more likely to go beyond expectations when they feel an obligation
from another person due to benefiting from that person (Kuan-Yang et al., 2014). The
findings were that customer satisfaction rates would be higher if there is a social
exchange that took place (Kuan-Yang et al., 2014).
Rui et al. (2014) studied the reason behind users sharing content on Twitter. The
authors hypothesized that users are more likely to share content when there are weak ties;
meaning ties with acquaintances rather than ties with friends (Rui et al., 2014). Further,
the research showed that users share content when they understand there is a benefit of
relationship enhancement (Rui et al., 2014). The findings were in line with the
hypothesis and users share content more from acquaintances versus friends (Rui et al.,
2014).
Transition and Summary
In this section, I explained the purpose of the study as well as the research
question. I explained how social media usage is common between consumers and
organizations, and the importance of marketers to manage negative social media
comments. In addition, Section 1 included an extensive literature review of past research
on social media and negative comments. Section 2 contains my discussion of the
methodology and design of the study, population and sample size, ethical considerations,
data collection, and data analysis. Section 3 includes the presentation of findings,
application to professional practice, and implications to social change.
34
Section 2: The Project
Purpose Statement
The purpose of this qualitative case study was to explore strategies used by social
media managers to manage effectively negative comments posted on social media sites.
The targeted population consisted of social media managers in central Ohio. The
implication for positive social change includes the potential to improve service recovery
for consumers.
Role of the Researcher
My role was to gather data without the biases of a qualitative case study and be
aware of any ethical issues that ensued. The Belmont Report contains the ethical
regulations I will follow to protect the participants, which are as follows: (a) the
boundaries between biomedical and behavioral research and the accepted and routine
practice of medicine, (b) the role of assessment of risk-benefit criteria in the
determination of the appropriateness of research involving human subjects, (c)
appropriate guidelines for the selection of human subjects for participation in such
research and (d) the nature and definition of informed consent in various research settings
(United States, 1978).
I mitigated bias by ensuring that I used appropriate interview techniques such as
asking the question appropriately and through active listening (Rubin & Rubin, 2011). I
have experience working with marketing managers and was able to communicate in a
way conducive to the participants. In qualitative studies, researchers must use rigor to
35
collect data with accuracy and pragmatism (Hickson, 2011). To ensure accuracy, I asked
clear open-ended and follow-up questions that kept the participant on the research topic.
I also provided the participants with the study results and specified the findings of the
research.
Participants
I selected my participants by a purposive, nonrandom sample technique. I chose
participants by a purposive sampling method so I could gather data for a variety of
concepts (Bailey, Hennink, & Hutter, 2011; Petty et al., 2012). I created a search on the
Internet for firms that manage social media for organizations in the central Ohio area. I
contacted the organizations that populated from the search by emailing the letter of
cooperation authorizing representatives of organizations to determine the interest (see
Appendix C). Once I received consent from the letter of cooperation by the authorizing
representative, I emailed the consent form (see Appendix A) to employees who met the
inclusion criteria, participants must be 18 years or older and a social media manager. I
obtained email addresses by searching the organizations website and reading the
employees profiles.
Social media management firms in central Ohio use either software to manage
social media or manually manage social media; I chose an organization that manages
social media manually. I selected interview participants from one firm to explore how
their management techniques help to manage social media, specifically negative
comments. In addition, I observed social media managers manually administer social
media to understand the detailed procedures of social media management (Bailey et al.,
36
2011). By interviewing and observing participants who manage social media, I gained an
understanding of how a firm can manage social media and how negative comments can
be managed. Secondary data were provided to me by Participant 2 from Company A to
enhance the research.
I obtained permission from the Walden University Institutional Review Board
(IRB) to gather and analyze data 07-08-15-0415278. Before I interviewed the
participants, I ensured that I met ethical standards and had them sign consent documents
(see Appendix A). The documents provided the participants with information on the
voluntary study and the option to withdraw at any time. I did not provide incentives to
participants and kept their identity confidential (Bailey et al., 2011) by assigning a letter
to each participant (i.e., Participant 1 and Participant 2). The professional risk was
minimal and not greater than risk in every day life. In addition, I did not have any prior
relationships with the observation and interview participants. Lastly, I did not collect
data until granted permission from the IRB.
Research Method
There are three types of research methods: quantitative, qualitative, and mixed
methods. The method a researcher chooses between these methods based on the nature
of the research question (Moore et al., 2011). The purpose of social science research is to
tie the literature together to gain an understanding and to collect data to add to the
literature (Suri, 2011). The quantitative method allows for limited biases and maintains
that the researcher does not use opinion to communicate data (Moore et al., 2011). A
quantitative study is methodological in nature (Small, 2011). Alternatively, a mixed
37
method combines theoretical and methodological concerns (Small, 2011), and is
appropriate when the results would be substantial than a only a qualitative or only a
quantitative study alone (Bak, 2011).
The literature behind my choosing the qualitative method was Moore, Petty,
Ramage, and Thomson (2011). Moore et al. suggested that a qualitative method should
be utilized when why questions are unanswered, conversely, a quantitative method should
be utilized when researching how and what questions. Further, qualitative research is
used for natural settings of participants regarding a phenomenon (Moore et al., 2011).
Bak (2011) explained that qualitative research is theory generation, whereas, quantitative
research is theory verification. Therefore, in this study, I explored why participants
managed social media in various ways.
Qualitative research allows for exploration of the main point of a specific subject
(Kelly et al., 2013). This study was qualitative versus quantitative or mixed because I
wanted to focus on the experiences of participants with respect to managing social media.
I discovered how social media managers manage negative comments on social media
sites by using a qualitative method to conduct this research.
Research Design
There are several types of qualitative research designs: case study,
phenomenological, narrative, ethnography, and theory (Petty et al., 2012). A grounded
theory researcher aims to gather data from participants who have experienced a social
process, action, or interaction (Petty et al., 2012), while a narrative design’s intention is
to learn biographical information about a person(s) and his or her experience of event(s)
38
(Petty et al., 2012). Ethnography is used when cultural groups and their shared patterns
are observed (Petty et al., 2012). A phenomenological approach is applicable when lived
experiences can be explored, and therefore, I did not use a phenomenological approach
(Moustakas, 1994).
Petty, Stew, and Thomson (2012) explored designs used in qualitative research.
Grounded theory is used to explain a social process, action, or interaction (Petty et al.,
2012). Phenomenological theories are used to explore lived experiences, whereas,
narrative theories are used to describe detailed stories (Petty et al., 2012). Ethnography is
used to examine behaviors and beliefs of cultures and time intense (Petty et al., 2012).
Case studies are flexible, and the researcher can use multiple ways to collect data
such as interviews, observations, and document analysis (Petty et al., 2012). Carr-
Chellman, Lohmann, and Pastore (2011) explained case studies as exploratory and used
the design to explore user design in an organization. Bak (2011) used a case study design
due to the flexibility and ability to use multiple data collection methods to show why e-
business has changed within an automotive company. Finally, Yin (2014) indicated that
case studies are for researchers who have little control over the behaviors and when the
study is contemporary.
A case study design is most beneficial when a specific area can be researched.
The case study design may elicit details from the viewpoint of the participants by using
multiple sources of data and allow triangulation (Dickson-Swift et al., 2014). I explored
what processes marketers are used to address negative social media comments by
interviewing social media managers, observing comments posted on social media sites,
39
and collected secondary data from the organization. Data saturation is evident when the
data collected does not show new information or new themes (Bowen, 2008). In a case
study design, data saturation is met by utilizing multiple methods of data collection and
by allowing enough time to interview and observe social media managers at the same
organization (Carlsen & Glenton, 2011). I observed and interviewed social media
managers until no new information was generated.
Population and Sampling
The qualitative research method’s purpose is to understand a phenomenon and not
to generalize the findings (Petty et al., 2012). A purposeful sample eliminates the biases
of generalizing because I chose participants who have knowledge of the subject (Petty et
al., 2012). I chose interview participants from the same organization that specialize in
social media management because I wanted to learn how they manage social media. I
observed over a 2-week time frame, until I gained a holistic view of how social media is
managed.
After the observation, I transcribed the data and used member checking to ensure
I presented the data correctly. I allowed the participant to read the transcribed data and
provide feedback and confirmation of the material. As a third method of data collection,
I collected secondary data from the organization about previous social media
management experiences. The organization specializes in working with businesses that
use social media marketing to create a competitive advantage. In addition, the
organization manages the ongoing social media feeds. I interviewed and observed the
participants in their workplace that allowed a comfortable environment for them. To
40
create a useful case study, I chose the purposive sample technique to select the interview
participants (Bailey et al., 2011).
Ethical Research
I obtained permission from Walden University IRB to collect data 07-08-15-
0415278. The role of the IRB is to protect human participants and to certify this research
abides by federal regulations (Abbott & Grady, 2011). To ensure ethical requirements, I
confirmed all participants were willing to participate before the interviews or
observations begin.
To assure each participant and the organization remains anonymous; I assigned
each one an alphabetical code. For example, the participants are labeled as Participant 1
and Participant 2 and the organization is labeled Company A. I also notified each
participant that the interview and observations are voluntary by having them sign the
consent documents (see Appendix A) and I conveyed to the participants that they could
withdraw at any time by emailing or calling me. I did not offer incentives in return for
participation; however, I offered a condensed summary of the results. Once I collected
the data, I entered them electronically and they will be stored on a flash drive in a locked
cabinet for 5 years, to which only I have access. Any paper materials used to collect data
were be shredded and any digital materials were shredded using Mackeeper.
Data Collection Instruments
Many data collection instruments can be used in qualitative case study research
such as interviews, observations, and document analysis, and secondary data collection,
which all provide in-depth analysis (Carr-Chellman et al., 2011). I was the primary data
41
collection instrument and collected data by conducting interviews and observations. I
was able to gain an in-depth understanding of the participant’s experience by using
interviews as a data collection tool (Petty et al., 2012). I used observations as a data
collection tool, which allowed me to understand firsthand how the participant reacted and
was involved in certain situations (Petty et al., 2012). I also collected secondary data to
ensure that I had enough information to synthesize for substantial research.
I used a semistructured interview, which allowed me to create questions to guide
the interview but also allowed participants to offer information beneficial to the research
(Petty et al., 2012). I used transcript review and member checking to ensure the
reliability and validity of the interviews and the observation (Carlson, 2010). Once I
completed the observation, I used member checking by allowing the participant to read
the information I interpreted to confirm I analyzed the information in a manner
representative of the participant. During the interviews, after each question was
answered, I asked if the participant wanted to add anything pertaining to the question that
we had not already discussed. Once I interpreted the information I collected from the
interview, I allowed the interview participant to read the material to ensure that I did not
misrepresent the information in any way. I created seven questions to offer guidance
throughout the interview (see Appendix B).
Data Collection Technique
I asked all participants if he or she had an interest in answering interview
questions for data research and if other employees would be willing to be interview
participants or be observable participants. Upon consent (see Appendix A), I observed
42
participants managing social media to gain knowledge for the study. The observations
were informal, which allowed me to interpret the data (Petty et al., 2012). In addition to
interviews and observations, I asked the social media manager if they were willing to
provide secondary data. I did not perform a pilot study.
To remain compliant, I ensured all participants understood what they were
volunteering to do as well as clarified any questions regarding the consent form (see
Appendix A). I informed the participants that I would keep all information confidential,
including their names and the names of organizations. All questions focused on how
social media could be managed and about the process used to manage social media. I
interviewed two participants and observed one participant as she managed an
organization’s social media. The interviews lasted no longer than 1 hour, and the
observations occurred over a two week time period. Throughout the two weeks, I
observed social media managers three times per week for three hours. The length of the
interviews and observations allowed enough time for data saturation; however, I ensured
the information was not abundant and could be analyzed (Carlsen & Glenton, 2011).
After the interviews, I transcribed the material recorded and offered transcription review.
I also interpreted the data and used member checking by offering the participants time to
review and correct any misinterpretations (Marshall & Rossman, 2010).
Data Organization Techniques
I collected data from interviews, by recording the sessions, and observations, and
then transcribed the data by typing the participant’s responses on my Mac in a Microsoft®
Word document. After transcription, I organized the data and used Nvivo software to
43
code common themes. To ensure security of the collected data, the data was loaded on a
flash drive and will be stored in a locked cabinet for 5 years, where I will be the only one
with access. I ensured confidentiality by deleting any names used in the interviews and
observations.
Data Analysis
In this study, I asked in-depth questions about how participants manage social
media. I also observed a participant who manages an organization’s social media. The
main research question was as follows: What strategies could social media managers in
central Ohio implement to manage negative comments posted on social media sites?
Triangulation is apparent when multiple methods are utilized to fulfill an understanding
of the research question (Denzin, 2012). I used interviews, observations, and secondary
data collection to ensure triangulation was met.
This study is a qualitative case study and, therefore, does not have hypotheses. I
collected data from interview participants, observation participants, and secondary data.
Once I collected the data, I organized by themes using Nvivo software. The interview
questions I chose helped me gather specific information about managing social media and
complemented the main research question. A qualitative approach allowed me to gain
experiential information from the participants and an understanding of how they manage
social media (Kelly et al., 2013). Case studies allow for a diversity of multiple forms of
data collection (Petty et al., 2012) and explore the real world phenomenon (Yin, 2014).
44
Validity
Boesch, Scholz, Schwaninger, and Weber (2013) explained how qualitative
studies use confirmability, credibility, transferability, and dependability to indicate
reliability and validity, used in quantitative studies. Confirmability allows the
conclusions to be the most pragmatic gathered from the data (Boesch et al., 2013).
Therefore, I ensured confirmability by analyzing the data several times before submitting
the research. I provided a step by step guide to the procedure that I will use to collect,
organize, and analyze the data. Credibility is the means of making sure the research and
analysis are credible (Boesch et al., 2013). To ensure credibility, I used member
checking by devising participants to review the transcriptions for errors or confusion
(Marshall & Rossman, 2010). Transferability enables readers to certify that the research
is comparable or not comparable to other research or theories (Boesch et al., 2013). I
compared the findings of this study to previous research and theories, and I made
suggestions for future research. Dependability warrants stability in the research (Boesch
et al., 2013). I used member checking by allowing participants to review the
transcription and data interpretation to confirm that I portrayed an accurate view of their
experience (Moore et al., 2011). Throughout this research process, I thoroughly explored
peer reviewed journal articles, marketing industry websites, and government websites to
ensure validity. I ensured data saturation was met by allowing enough time to answer
interview questions thoroughly and observed social media managers at the same
organization (Carlsen & Glenton, 2011). I observed and interviewed social media
45
managers until I saw that the information was duplicated and new information was
evident.
Transition and Summary
Section 2 included explanation of what role the researcher had in the study, how
the participants were selected, and the reason for selecting a qualitative method and a
case study design. In addition, in Section 2, I discussed data collection, data analysis, and
reliability and validity. In Section 3, I provide the research findings as well as business
and social change implications.
46
Section 3: Application to Professional Practice and Implications for Change
In this section, I present the findings of the study and my recommendations. In
addition, I describe how the research and the literature relate. Section 3 includes (a)
overview of the study; (b) presentation of the findings; (c) applications to professional
practice; (d) implications for social change; (e) recommendations for action; (f)
recommendations for further research; (g) reflections; and (h) summary and conclusions.
Introduction
The purpose of this study was to explore strategies used by social media managers
to effectively manage negative comments posted on social media sites. The central
research question was: What strategies could social media managers in central Ohio
implement to manage negative comments posted on social media sites? The study
included an observation of a social media manager and two interviews with social media
managers from a social media management firm. The inclusion criteria for the
professional(s) observed and interviewed were: (a) be a social media manager in Central
Ohio; and (b) be at least 18 years of age.
I collected data through observation over a 2-week time period and in-depth,
semistructured interviews. The three themes that appeared from the analysis were: (a)
community management, (b) engagement, and (c) reputation management. The analysis
of the data revealed the importance of organizations having a social media presence to
maintain consumer relationships. In addition, the analysis proved that organizations
should respond to negative comments from consumers immediately.
47
Presentation of the Findings
In this section, I describe the different viewpoints that I gathered from participants
through observations and interviews to gain a holistic view of the study (Dickson-Swift et
al., 2014). After collecting the data, I transcribed the interviews and performed data
analysis. I used member checking to ensure I represented the data I collected
appropriately (Carlson, 2010). I used Nvivo software to learn common themes as I
analyzed the data. The common themes that emerged from the data were (a) community
management, (b) engagement, and (c) reputation management. The themes related to the
central research question, the conceptual framework, and the existing literature.
I performed data collection at a social media management firm, Company A. I
observed and interviewed one social media manager, Participant 1 and interviewed
another social media manager, Participant 2. I asked both participants the same interview
questions and allowed them time to add any other related information at the end of the
interview.
Research Question
The central research question of the study was: What strategies could social
media managers in central Ohio implement to manage negative comments posted on
social media sites?
Theme 1: Community Management
Community management relates to the central research question by ensuring
organizations have a presence within social media. Organizations that create a positive
environment for followers could create a positive environment for service recovery for
48
consumers that post negative experience messages. SET involves social units exchange
information (Homans, 1961). Social media platforms are an environment where
consumers and businesses can share information. Company A engages in communication
within social media platforms with followers and other organizations, practicing the
social exchange theory.
I observed the practice of community management by Participant 1. She visited
clients’ social media pages such as Twitter, Facebook, and Instagram and read the posts.
If a person mentioned a client specifically, Participant 1 would acknowledge the post by
responding or liking it (Facebook or Instagram), and favoriting or retweeting it (Twitter).
Participant 1 also found conversations by searching for key terms relating to the business.
Twitter is especially user friendly when searching for key terms because users can search
for common hashtags (#; Participant 1 Interview).
When a follower shared something that related to the client, Participant 1 shared,
retweeted or liked the post so the client’s followers could read the information as well.
Social media users can add their location to Instagram when posting comments;
therefore, Participant 1 searched for comments posted in the location of her clients to
determine if there were conversations relating to them. Algharabat et al. (2013) posited
that the Internet should not be the only means of managing relationships with consumers,
although marketers can create relationships faster, and the Internet provides an additional
source to maintain relationships.
Participant 1 searched organizations comparable to the client organization she was
working on and shared posts when the material related to the client. An example I
49
observed is a flooring company that shared information about interior design. Participant
1 explained that a community could be built by sharing other organizations and
follower’s information. Additionally, by sharing information of organizations and
followers, more people may view the information and, therefore, could create more
followers. Dekay (2012) recommended responding to comments to show concern for the
consumers.
When followers share information on a client’s social media page, Participant 1
responded with, “thank you for sharing,” and shared material about the client that related
to the original post. An example I observed was a follower posted information about
interior design ideas and Participant 1 added to the post by sharing the client’s tips on
interior design.
Community management is an ongoing task for Company A to engage in for their
clients’ daily. Participant 1 adds content to all of her client’s social media networks that
she manages every day. She creates content for an entire month and then each day she
posts the content she had planned. Participant 2 explained how it is important to plan the
content ahead of time instead of creating it daily because this could result in less time to
respond and engage the followers. However, unplanned content may need to be added as
changes can occur daily. Participant 2 provided secondary data from social media
analytics that showed that a higher reach was followed by frequent posts rather than
limited posts.
An important aspect of community management is keeping information about the
business current on all social media platforms (Participant 1 Interview). Users rely on
50
social media for general business information (Participant 1 Interview). The information
should be user friendly and easily accessible. Participant 1 also used social media to tell
followers about other aspects of the business. One example I observed was informing a
follower about a mobile application that could be used to help design a room.
Some social media platforms have a means of separating followers into similar
categories based on their interests. Participant 1 utilized Twitter’s settings to separate her
client’s followers so she could easily search for key terms. By doing so, Participant 1
was able to target similar users with information about her clients. Additionally,
Participant 1 searched for organizations similar to her clients and shared their related
posts to create a positive community with other businesses. Alameddine (2013)
explained that communication through social media could build trust with consumers.
Participant 1 and Participant 2 explained that they use social media native sites to
manage daily activities as well as Hootsuite and Sprout Social. Hootsuite and Sprout
Social are social media management tools, which can be used to manage, monitor, and
measure multiple social media platforms from the same space (Participant 2 Interview). I
observed Participant 1 while she added posts to Sprout Social and scheduled them for a
future date.
Theme 2: Engagement
Engagement relates to the central research question by encouraging
communication within social networks to create an environment where consumers and
organizations can share information. Engagement could create a positive environment
allowing consumers to post experience messages and allowing organizations to respond
51
and rectify if needed, the experience. SET exhibited when Company A engaged
consumers while communication exchanged between social units.
Engaging followers on social media is part of Company A’s strategy for their
clients to maintain relationships. Gensler et al. (2013) postulated that by engaging
consumers, brand stories and be shared and promoted. The social media manager,
Participant 1, started conversations with followers by searching for terms that related to
the client. Participant 1 shared with me that starting conversations relating to the
organization creates a positive environment where followers can have open discussions
about the topic. Both, Participant 1 and Participant 2, explained that the native social
media sites are more useful than Hootsuite and Sprout Social platforms to engage
followers in conversation.
Participant 1 and Participant 2 described how each social media platform has a
feature to create reports. The reports show the number of followers who have viewed the
content, called reach, and if followers have engaged in the content by clicking like. The
reports are utilized to determine if there is a specific time in the day to post content when
engagement is high. Additionally, Company A creates reports to determine what type of
content followers engages in more often. “When followers click like or share something
we have posted, that is considered positive sentiment” (Participant 2 Interview).
Participant 2 also used a term, key performance indicator, to describe insights she learned
from the reports. Participant 2 shared secondary data reports with me and explained that,
from 2014 to 2015, the more number of posts resulted in a higher reach of users.
52
I observed Participant 1 while she measured performance for one of her clients
using a technique called AB testing. Participant 1 described that she utilizes AB testing
when she posts specific content and frequency for one week and posts different content at
a different frequency for the following week to determine which week had the highest
engagement. Participant 1 and 2 discussed that after AB testing has been completed they
use the social media platform’s reporting mechanisms to determine which week had the
highest engagement by followers. AB testing is a good tool, however, because of the
weekly changes, Participant 1 suggested to use AB testing sparingly.
Participant 1 and Participant 2 shared in the interviews that another technique to
engage consumers is by informing followers of contests or promotions through social
media. An example I observed was notifying followers that one client, a restaurant, was
offering free food to consumers who came to the place of business at a particular time of
the day. A positive conversation could start by requesting the followers to act for a
promotional activity. Participant 1 and Participant 2 explained the importance of a daily
presence on social media. Bloching et al. (2013) explained that social media could help
create individual relationships with consumers rather than traditional marketing, such as
commercials targeting large markets. Purchase behavior for an organization could occur
when positive conversation or informative posts by an organization’s social media
engage followers.
Theme 3: Reputation Management
Reputation management is related to the central research question by offering
strategies for organizations to respond to consumer’s negative experience comments.
53
Reputation management could create an environment for organizations to improve
service recovery. The social exchange theory, where social units exchange
communication (Homans, 1961), is revealed in reputation management when consumers
and organizations communicate about an experience.
Reputation management is when marketers search for and respond to comments
posted about clients (Participant 1 Interview). If a consumer posted a positive experience
comment, Participant 1 simply commented back by thanking the customer for their
business and then sharing the comment for other followers to view. However, due to the
sensitivity of negative comments, Participant 1 explained that she sets up alerts through
the social media platforms, so she is made aware of negative comments immediately,
although she is not made aware of comments posted in other areas of the Internet.
Consumers actively utilize social media to post negative comments with the expectation
of a response from the organization (Bacile, Hoffacker, & White, 2014).
Aside from reviews posted on social media platforms, the social media manager,
Participant 1, used a search engine to discover reviews about clients by entering the client
name and the term “reviews.” She finds reviews on Yelp, which is a review site where
many consumers will post about their experiences. Within the Yelp platform,
organizations can respond to the reviews by posting a comment publicly or privately.
When Participant 1 responded to positive Yelp reviews, she privately thanked the
consumer, when she responded to negative comments she publicly thanked the consumer,
apologized, and offered further contact information.
54
When the participants were made aware of a negative comment posed to a client’s
social media, they followed a step by step process. The first step, Participant 1
researched the consumer’s profile to explore other experiences the consumer posted and
to determine if a true customer posted the comment or if the profile was spam. Then,
Participant 2 recalled that when she was made aware of a negative comment she
researched the incidence by asking the client about background information. An example
I observed was when a consumer posted about a poor customer service experience.
Participant 1 asked the client if there was any background information they should be
made aware of regarding the issue posted. Then, with the information Participant 1
collected, she created a response. The response included a thank you to the consumer, an
apology, and the manager’s email encouraging the consumer to contact further to remedy
the situation.
During the observation of Participant 1, she responded to consumers that posted
about experiences other than poor customer service. For example, a consumer posted
about disliking the taste of the food. Participant 1 stated, “since consumers have different
tastes and we can not do anything about that, I respond by thanking the consumer and
apologizing, however, I do not leave further contact information” (personal
communication, July 21, 2015).
Another example of a negative comment is if a consumer posts a false statement.
For instance, Participant 2 described a situation when a consumer posted a comment
regarding her client, a restaurant, about food not being offered at a certain time.
Participant 2 responded to the consumer explaining that food was available at certain
55
times and where the consumer could find the information. She went on to explain that
she does not tell the customer they are wrong, she only informs them where to find the
information.
The participants both explained that each time a negative service comment is
posted they thank the consumer, offer an apology, and offer information to contact the
business outside of social media. Participant 2 mentioned the importance of rectifying
the situation outside of social media avoid any escalating issues or further attention to the
incident. Participant 1 discussed that after the remedy of the incidence; sometimes
consumers will update the original post or review. Participant 1 and 2 both suggest daily
management of social media so that if a consumer posts a negative comment the
incidence could be corrected right away. Barger and Labrecque (2013) also suggested
handling the negative comment promptly to ensure service recovery before other
consumers become aware of the situation and share the incidence with other consumers.
Participant 1 and 2 both explained in the interviews that they do not offer
consumers gift cards, discounts, or other forms of financial reward to compensate for a
poor experience. Yelp, specifically, does not allow any form of bribery to reviewers
whether positive or negative. Participant 2 stated, “people are upset, and they want to be
heard, and they want someone to say I am sorry, they want to apply a human element to
the whole social experience and sometimes that is just good enough” (personal
communication, July 20, 2015).
When I asked the participants what their policy was on deleting comments, they
both informed me that they do not have a policy on deleting comments. In 2012, Dekay
56
found that almost half of organizations delete negative comments by consumers;
however, Dekay (2012) and Dinnen et al. (2011) suggested that organizations should use
negative comments as an opportunity for service recovery. In 2015, social media
platforms for businesses do not have the option to delete comments rather they have the
ability to hide the comments. If someone posts a comment or picture that is derogatory
or not related to the client, the participants report the post by following the social
network’s review process. If a follower is consistent on posting information that could
disturb other people, Participant 2 suggests hiding the comment and banning the user. If
the comment is reported and deleted, the comment is not viewable to other users.
However, if the comment is hidden, then the comment is hidden from the organization’s
page but is still visible on the user’s page. Participant 2 added that if the comment is
liable and does not disturb other users, for example, a negative customer service
experience, then the social network is unlikely to remove the comment. “It is the power
of the people, and that is why social media exists” (Participant 2 Interview).
When I asked Participant 2 if she wanted to add anything at the end of the
interview, she responded by explaining that there is not a process or protocol that is
specific to every negative comment posted. She added that her goal was to respond as a
human by adding personalization and not creating a depersonalized robotic response.
Participant 2 stated, “plans are good but sometimes with reputation management it
doesn’t work that way, if you are face to face at a customer service desk, you are not
going to tell the customer to wait while you check your manual, you are going to react
like a human being” (Participant 2 Interview). Participant 1 suggested that when creating
57
a response to a negative comment; think about how a person would react if they were
face to face with the consumer, and respond in that manner.
Applications to Professional Practice
The findings of this study indicate the need for a strategy to respond to negative
comments on social media. Some organizations do not have a strategy in place to
manage social media or respond to experience comments. Organizations should realize
the importance of encouraging consumers to relay their experiences, positive or negative,
on social media because the social media manager can benefit by improving service
recovery and creating a competitive advantage (Dinnen & Hassanien, 2011). The
research of this study could provide marketers with effective strategies to manage social
media.
Social media managers can benefit from the findings of this study by creating a
strategy to respond to negative comments and improve service recovery. The following
recommendations were determined from the interviews and observations I completed: (a)
search daily for reviews and respond immediately; (b) respond with a thank you, an
apology, and contact information to further the discussion apart from social media; (c)
create a positive social media environment by encouraging conversations related to your
product; (d) research the issue with employees to ensure the response is appropriate; (e)
engage followers in conversations by promoting your product; (f) use experience
comments as an opportunity to create a competitive advantage; (g) do not delete
comments unless derogatory to the audience; and (h) build and maintain relationships
through social media.
58
The findings of this study contribute the existing academic literature of social
media management strategies. There is literature on social media management, however,
there is not extensive literature regarding responding to negative comments. This study
will contribute to the literature by adding research about negative comments.
Alameddine (2013), Ang and Buttle (2012), Chen et al. (2011), and Dekay (2012)
conducted similar studies concerning social media management strategies. This
qualitative case study will add another viewpoint to the existing literature.
Implications for Social Change
This study contributes to positive social change by offering a strategy to respond
to negative comments on social media. Social media is a vehicle for consumers to share
their experiences (Gensler et al., 2013). Consumers want to have a voice and have
expectations of organizations responding to their comments (Labrecque, 2014). Service
recovery could be improved if marketers have a strategy in place to manage social media
and to respond to negative comments. Social media is the “power of the people”
(Participant 2 Interview), and consumers’ experiences may improve if organizations have
a strategy in place.
The findings of this study contribute to positive social change by understanding
that social media has brought a new facet to marketing. Organizations and consumers
alike should be aware of the communication capabilities of social media as well as the
benefit of maintaining relationships (Nassar, 2012). Social media encourages everyone
to have a part in building the brand of an organization (Gensler et al., 2013).
59
Finally, this study can contribute to social change by giving marketers the
opportunity to realize that social media should be a part of their marketing mix. New
marketing techniques and traditional marketing techniques deliver many differences
(Corstjens & Umblijs, 2012). Digital and traditional marketing strategies should be
entwined to deliver a competitive advantage (Luo & Zhang, 2013).
Recommendations for Action
The purpose of this study was to explore strategies used by social media managers
to effectively manage negative comments posted on social media sites. Dekay’s (2012)
research showed that an organizations social media environment could be unfavorable to
consumers when organizations do not respond to negative comments. The findings from
this study could help organizations create a social media strategy, specifically, how to
respond to negative comments.
I plan to share the findings of my research with my place of employment,
including the marketing students that I teach as an academic instructor. Once in
ProQuest, the findings of this study may also help other student’s research. I plan to use
this information as a marketer and a home party consultant to manage my social media
platforms.
Recommendations for Further Research
Limitations were apparent in this study. A limitation is a weakening of the scope
of study (Jolley & Mitchell, 2010). Further research should be conducted by expanding
the scope of the study to eliminate the limitations. Research could be conducted to
determine how purchase behavior is affected after service recovery is complete and to
60
determine if there are financial implications to the organization. Additionally, multiple
social media firms could be observed within a larger geographical area to learn multiple
social media strategies. Finally, research could be done regarding positive comments and
the affects on relationship management.
Reflections
I found the doctoral study process intense and challenging as well as fun and
rewarding. As a marketing instructor, I was pulled in the direction of studying marketing
and a current issue that marketers face. Social media has become a common practice for
marketers and more focused on relationship building rather than generating revenue
(Barger & Labrecque, 2013). The findings of this study show the importance of
responding to negative comments to maintain relationships with consumers.
Before starting research and collecting data, my mission was to find a process that
organizations could follow to respond to negative comments. After completing the study,
my thinking has evolved to understand there is not a specific process of responding to
negative comments. Social media managers should treat follower’s comments as
individuals and an opportunity to improve service recovery.
Conclusion
I gathered the data in this qualitative case study by observing and interviewing
participants from an agency in central Ohio. The data were collected to unveil a social
media management strategy, specifically responding to negative comments. I uncovered
three themes through data analysis and they were as follows (a) community management;
(b) engagement; and (c) reputation management.
61
The results of this study contributed to positive social change as well as
professional practice. Organizations could benefit by creating a strategy to improve
service recovery and maintaining customer relationships and, therefore, creating a
competitive advantage. Consumers could benefit by having a pleasant service experience
with organizations by communicating via social media.
62
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Appendix A: Consent Form
CONSENT FORM
You are invited to take part in a research study of organizations and how they
manage social media. The researcher is inviting social media managers that are at least
18 years of age, to be in the study. This form is part of a process called “informed
consent” to allow you to understand this study before deciding whether to take part.
This study is being conducted by a researcher named Darci Wagner, who is a doctoral student at Walden University. Background Information:
The purpose of this study is to explore strategies used by social media managers
to effectively manage negative comments posted on social media sites. The targeted
population will consist of social media managers in central Ohio. The implication for
positive social change includes the potential to improve service recovery for consumers.
Procedures: If you agree to be in this study, you will be asked to:
• Be observed over a three week time period for three days each week and for 3 hours each day. If I am able to gain a holistic view of how social media is managed in less time than stated, the observations will conclude.
• If available, provide documents that have been used to track past social media management methods and/or statistics showing the results of social media management techniques.
• Be interviewed for 1 hour and audio recorded. • Upon the completion of observations and interviews, I will provide a summary of
data I have collected for your review to ensure I have accurately represented the observation or interview.
Here are the interview questions:
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1. How do you manage your social media and other organization’s social
media?
2. How do you respond to negative comments posted on social media?
3. What is your policy on deleting negative comments?
4. How often do you manage your social media?
5. Do you have a program to manage all social media concurrently? If so,
what program do you use and how does it work?
6. Do you suggest organizations use an outside firm to manage social media
or should they have a dedicated person within the organization?
7. How do you use social media to engage consumers?
Voluntary Nature of the Study: This study is voluntary. Everyone will respect your decision of whether or not you choose to be in the study. No one will treat you differently if you decide not to be in the study. If you decide to join the study now, you can still change your mind later. You may stop at any time.
Risks and Benefits of Being in the Study: Being in this type of study involves some risk of the minor discomforts that can be encountered in daily life, such as fatigue, stress or becoming upset. Being in this study would not pose risk to your safety or wellbeing. The benefit or participating in this study is becoming aware of how your organization manages social media and the strengths and opportunities that may arise.
Payment: There will not be any form of payment given for participating in the study. Privacy: Any information you provide will be kept confidential. The researcher will not use your personal information for any purposes outside of this research project. Also, the researcher will not include your name or anything else that could identify you in the study reports. Data will be kept secure by being stored in a locked safe and will be kept for a period of at least 5 years, as required by the university.
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Contacts and Questions: You may ask any questions you have now. Or if you have questions later, you may contact the researcher via email at [email protected]. If you want to talk privately about your rights as a participant, you can call Dr. Leilani Endicott. She is the Walden University representative who can discuss this with you. Her phone number is 612-xxx-xxxx. Walden University’s approval number for this study is 07-08-15-0415278
and it expires on July 7, 2016. The researcher will give you a copy of this form to keep. Statement of Consent: I have read the above information and I feel I understand the study well enough to make a decision about my involvement. By replying to the email ([email protected]) with the words “I consent”, I understand that I am agreeing to the terms described above.
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Appendix B: Interview Questions
1. How do you manage your social media and other organization’s social
media?
2. How do you respond to negative comments posted on social media?
3. What is your policy on deleting negative comments?
4. How often do you manage your social media?
5. Do you have a program to manage all social media concurrently? If so,
what program do you use and how does it work?
6. Do you suggest organizations use an outside firm to manage social media
or should they have a dedicated person within the organization?
7. How do you use social media to engage consumers?
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Appendix C: Letter of Cooperation
Letter of Cooperation from a Research Partner
xxx xxxxx xxxx xxxx xxxx xxxxx Street xxxxxxxx, Ohio xxxxx xxx.xxx.xxxx 06.26.2015 Dear xxxxx xxxxxx, Based on my review of your research proposal, I give permission for you to conduct the study entitled Managing Negative Comments Posted on Social Media within xxx xxxxxx. As part of this study, I authorize you to recruit employees that meet the inclusion criteria, conduct interviews and observations, collect secondary data, if available, such as documents that have been used to track past social media management methods or statistics showing the results of social media management techniques and disseminate the research findings. Individuals’ participation will be voluntary and at their own discretion. We understand that our organization’s responsibilities include: Providing a space where you can observe and interview voluntary participants. We reserve the right to withdraw from the study at any time if our circumstances change. I confirm that I am authorized to approve research in this setting and that this plan complies with the organization’s policies. I understand that the data collected will remain entirely confidential and may not be provided to anyone outside of the student’s supervising faculty/staff without permission from the Walden University IRB. Sincerely, ____________________________Sign Name ____________________________Print Name Authorization Official xxxx xxxxxxx, Ohio xxxxx xxx.xxx.xxxx
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Walden University policy on electronic signatures: An electronic signature is just as valid as a written signature as long as both parties have agreed to conduct the transaction electronically. Electronic signatures are regulated by the Uniform Electronic Transactions Act. Electronic signatures are only valid when the signer is either (a) the sender of the email, or (b) copied on the email containing the signed document. Legally an "electronic signature" can be the person’s typed name, their email address, or any other identifying marker. Walden University staff verify any electronic signatures that do not originate from a password-protected source (i.e., an email address officially on file with Walden).